Solutions - Issue 33 (North America)

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SOLUTIONS issue 33

smart working at GSK

also in this issue: Hotel investment market Adaptable healthcare facilities ieAssurance supports API compliance Kuwait invests in project management training

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Donald Lawson, CEO Worldwide Operations

sOLUTIONS sOLUTIONS Issue Issue thirty-three thirty-three

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agribusiness SEEKING MORE EFFICIENT OPERATING PRACTICES

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sOLUTIONS Issue thirty-three

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Major players are VHHNLQJ PRUH HI¿FLHQW RSHUDWLQJ SUDFWLFHV with improved IDFLOLWLHV DQG SURFHVVHV

sOLUTIONS Issue thirty-three

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SUPPORTING OUR EUROPEAN CLIENT BASE

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sOLUTIONS Issue thirty-three

Solutions US.indb 7

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Healthcare Reform Are facilities ready for change?

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Kuwait’s

women project managers Government invests in training and professional development

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GCC economies have long been reliant on expatriate labor, but changes are on the way as governments seek improved long-term economic security and sustainability. Investing in the national population, ensuring they develop the best professional skills, is a priority for governments in the region. Expanding professional women’s participation in the workforce is also becoming more important. Many women in the region have traditionally gone overseas for higher education, with the U.S. especially popular. This is slowly changing, as the gender gap closes on local university education. In nearly two thirds of Middle East countries, there are now more women than men in university, according to United Nations statistics. This large pool of highly educated women does not always translate into greater equality in the workplace, but the expectations of women, their families and employers are now beginning to change. Kuwait’s Ministry of Public Works (MPW) demonstrates an excellent example of training opportunity for its women employees. Responsible for the planning, design and construction of most public sector capital projects, the Ministry is now embedding international best practice into its built environment systems. Faithful+Gould is training a team of 180 MPW professionals to manage and operate projects, as part of the Project Management Office (PMO) initiative that will bring a culture change to the Ministry. Ninety of MPW’s team are women, typically with two to five years’ professional experience. Most of the women are graduates (some with master’s degrees) in disciplines including

architecture, civil engineering, chemical engineering, mechanical and electrical engineering, and computer science. Some are now applying for PhD study. In the first phase of the 30-month project, Faithful+Gould partnered with Kuwait United Development and specialist sub-consultant CMCS to review MPW’s existing organization and the methods used to manage its projects. A tailor-made Project Control System (PCS) has been developed as the second phase, centralizing and standardizing planning, design, procurement, construction and operation processes. An evaluation and continued training phase will ensure that the newly embedded system is understood and fully functional. Our team of 45 project managers are working closely with MPW to ensure significant legacy benefits. The resulting PMO capability will enable MPW to exercise ongoing control throughout the project lifecycle, including efficient operation and maintenance of completed projects. The training of MPW’s professionals is part of a wider initiative in Kuwait, where incoming consultancies are required to contribute to the country’s investment in training and development. On this project the training comprised 39 days of formal tuition, followed by 39 days of project-based training. Shani Foad, Faithful+Gould Learning and Development manager, commented: ‘The women in MPW’s team are especially enthusiastic and receptive to the project management training they’re

receiving. They also provide a great mutual support network for each other – a collaborative approach that helps women fulfill their potential in this traditionally maledominated industry. The MPW women are determined to invest in their own training and self-development, which in turn invests in their country’s social and economic wellbeing. ‘In the long term, women could form a significant part of Kuwait’s construction talent pool. The MPW team’s experience will hopefully inspire other Kuwaiti women to establish and sustain successful careers in the construction industry. ‘My own career at Faithful+Gould and Atkins gives me a great opportunity to model progression for women in Kuwait’s construction industry. The Atkins Group has recently been listed in the 2013 Times Top 50 Employers for Women, demonstrating that the construction and engineering industries can offer good opportunities for women. It would be good to see more women in the Middle East – nationals and expatriates – being able to access careers in these industries and I hope we’ll see more employers like MPW leading the way.’ Faithful+Gould offers PMO services globally in a wide variety of public and private sector commissions. As well as thought-leading staff training and mentoring, our PMO service encompasses real estate, construction, IT platform, facilities management, communication and change management, and space management. )RU IXUWKHU LQIRUPDWLRQ FRQWDFW 6KDQL )RDG LQ RXU .XZDLW RIILFH 6FDQ WKH 45 FRGH IRU IXOO GHWDLOV

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Inspired training in API Q2 FRPSOLDQFH and quality DVVXUDQFH standards.

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China BUILDING COMMISSIONING BRINGS ENERGY EFFICIENCY

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China’s rapid economic development and urbanization has created the world’s largest construction market, representing 24 percent of domestic GDP and forecast to account for a fifth of global construction output by 2020.

China’s central government is actively addressing these concerns. Its Eleventh Five-Year Plan (2006–2010) achieved a 19 percent reduction in energy consumption per unit of GDP by 2010 and the Twelfth Five-Year Plan (2011-2015) aims for a further 16 percent reduction on 2010 levels. The construction industry plays an important part in these ambitious targets, as buildings represent one of the largest energy drains. The government now requires higher energy savings from new construction and has introduced incentives to achieve this. However, transforming low carbon construction ideals into reality remains a challenge. China’s Green Building Label (GBL), also known as the Three Star System, was launched in 2006 but uptake has been rather slow and regional distribution is uneven. China’s construction industry is large and fragmented and experiences difficulties in monitoring and enforcing standards throughout the provinces and cities. As a result, most of China’s green building projects fall short of international standards for energy use, water conservation, design and materials. Multinational inward investors usually pursue LEED for their projects, although some seek dual LEED and GBL accreditation. The domestic construction industry remains relatively immature in its approach to sustainability and is just beginning to consider the impact of buildings’ operational energy efficiency. Influenced by our global sustainability

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Environmental challenges have dramatically increased alongside economic growth. China has overtaken the U.S. as the world’s largest greenhouse gas emitter, high levels of air pollution regularly surround the largest cities, and depletion of natural resources is also an issue.

Existing buildings can benefit from a practice known as retro-commissioning or re-commissioning. This allows owners to plan for maintenance, replacement, and energy conservation, improving the way building systems work together, to avoid inefficiency and wasted energy.

experience, Faithful+Gould has successfully introduced, and continues to lead, the concept of energy saving throughout a building’s life. Our enhanced building commissioning service has an important role. Building commissioning ensures that new buildings and their systems are optimally installed and performing as designed. This is especially pertinent in China, where we see significant investment in mechanical and electrical services and building maintenance systems. Yet these systems do not perform as designed, due to inadequate planning, design, installation, testing and commissioning. Our design specialists and engineers carry out a systematic commissioning process which includes all the above steps. This ensures the systems can be operated and maintained to perform as the design intends, protecting capital investment, maximizing operational cost savings and seeking sustainability gains. The commissioning is ideally integrated into the original planning, designing and installation process to ensure a fully functioning building and best value for investment. Early integration makes the process preventative rather than reactive, designing the system around precise demands, without wasted capacity.

Uptake for the building commissioning service is driven by real savings and added efficiency gains. Everyone benefits from this process. Owners achieve reduced capital, operating and maintenance costs, and gain energy savings. Building managers notice fewer occupant complaints and increased ability to manage systems. Building occupants are comfortable and confident in their environment’s reliability. Although building commissioning is not part of the GBL accreditation system, our multinational clients understand and are keen to incorporate it on their projects. Regional players, including developers from Hong Kong, Singapore and some of the more forward-thinking Chinese companies, are also attuned to the benefits. Other domestic players are becoming aware, but are currently the slowest adopters in the market. Sustainability and Energy is a key growth service for Faithful+Gould in China, where we are pioneering building commissioning expertise alongside our other innovative sustainability, operational and strategic asset management services. Our most recent building commissioning appointments include a mixed development of five commercial tower blocks in Chengdu. On this development we achieved significant energy savings and lower maintenance costs, as well as a substantial reduction on initial investment by integrating the building’s use and occupation into design. For example, by reducing the numbers of pumps and valves from the chilled water system, we not only helped the client save on capital investment, but we also achieved the goal of a green building with high energy efficiency, reflected in the significant energy cost saving achieved in an affordable manner.

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ment market However these renovation opportunities are accompanied by new challenges, quite different from the pre-recession era. Brand compliance is a major driver right now. Property owners engaged in franchise or licence agreements with brands are once more under pressure to comply with mandatory standards. Many brands waived renovation requirements during economic downturn, but are now expecting swift implementation of overdue PIPs, to bring the property up to standard. As a result, many hotel transactions currently come with PIPs attached – the PIP is as much a part of the investment as the purchase price – and these usually require significant expenditure to meet today’s expected hotel standards. Buyers therefore need to be aware of the full extent of deferred renovation and maintenance during purchase negotiations. Accompanying the change in investor profile is a change in the guest demographic. The largest increases in visitor volumes to the U.S. in 2012 were from Japan, China and Brazil2 and each market has differing expectations. These expectations are increasingly influencing design, development and renovations, as operators consider and

accommodate the preferences and behaviors of their new markets. Technology innovation has fast become an important differentiator and increasingly a means to transforming the guest experience. In the current economic climate, all investors and operators are seeking excellent value and cost control on their capital expenditure projects. Faithful+Gould’s hospitality group helps clients achieve these goals on new builds, renovations and PIPs, with minimum disruption and lost revenue. We provide cost management, project management, owner’s representation, property condition assessment, LEED sustainability consultancy and energy audits, aligning the client’s expectations and budget with the designer’s vision, to deliver great spaces for a positive guest experience. We have a rapidly growing portfolio in the hospitality, arts and leisure sector. Our hotel clients include Marriott, Wyndham, Crown Plaza, DisneyŽ, Ritz-Carlton, Jumeirah Group, Shangri-La Group, Hilton Hotels, Intercontinental Hotel Group, Mandarin Oriental Hotel Group, Carlson Hotels, and The Hongkong and Shanghai Hotels Limited (The Peninsula Hotels).

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sOLUTIONS Issue thirty-three

Solutions US.indb 24

29/05/2013 16:01

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